Team Selection

team selection

There are two variants of the team selection process. In the first variant, there is little leeway in choosing team members because there may be few if any choices. There may, for example, be a software design team that is routinely used for a specific software project. Consider also a large joint project where team members come from several organizations. It may not be possible to use the same criterion when screening members.

In the second there may be considerable leeway in selecting members. The project leader may have the option of interviewing several people to fill each spot on the team.

Fiat Group in Italy, for example, maintains a database of employees, their skill levels, training, evaluations, and availability. They have found this to be a very effective way to assign team members to projects.

When there is choice in choosing team members, the process should involve those who are positively predisposed toward the project and those who have achieved a successful track record. But isn’t this usually how selection proceeds? No, not always. In some situations team members are chosen because they or their supervisors may insist they be included. Sometimes including these individuals may have a hidden agenda.

This issue, like many other management issues that need to be resolved at the beginning of a project, are deferred in the hope that the issue will resolve itself or go away. Sometimes it does and sometimes it doesn't. One reason that issues of team composition are resolved expeditiously is because the negotiation process to solve them in another way takes time, and most leaders are anxious to get busy with the project.

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